An Architect is an enabling orchestra leader not a distant composer. This is a transcription of a Business901 Podcast.
The tag line was part of a twitter exchange with @ingvald thanks!
The Value of Critique and Integrating it into Your Design ProcessAdam Connor
Slides from my presentation with Alla Zollers at Boston UPA's 2010 Conference
Foe an updated version of this presentation please see: http://www.slideshare.net/adamconnor/ready-set-critique
Sketching As a Communication and Collaboration Tool.Aaron Irizarry
Product teams often consist of team members with various disciplines and approaches to product design, this can often present communication hurdles with team members (designers, devs, product managers, marketing,research, etc) as well as kinks in team collaboration. In this talk, Aaron will provide tools, tips, and insights into using sketching to help improve communication and collaboration within product teams.
Critique is a vital skill for any good designer. Here we talk about it's application in everyday life as well as the formal work we do with clients as UX Designers.
This talk has been given at a number of conferences by myself and the amazing Aaron Irizaryy (http://www.thisisaaronslife.com/)
We'll be keeping the most up-to-date version of the slides uploaded here. If you'd like a copy from a previous iteration, please get in touch with either Aaron or myself, and we'll happily get one to you.
Updated 5/55 to the version used at WebVisions Portland in 2012.
Agile design thinking and you... ux australia2011Jason Furnell
Agile is changing the way we create software. Design, and Design Thinking, is becoming pivotal to business success. The UX game is changing, and you need to step up!
Daniel Oertli (CIO, REA Group) and Jason Furnell (Experience Design consultant, ThoughtWorks) will discuss the changing role of UX in fast moving, Agile development environments, presenting case studies demonstrating the impact that a design-led approach has had at Australia’s No.1 real estate site (www.realestate.com.au).
This talk will present concepts that will challenge your thinking and introduce you to new methods that will increase your impact as a designer working on software and business strategy projects.
The Agile development methodology dramatically changes the role of designers: the build is the design. Agile concepts like ‘working software over comprehensive documentation’ and the disciplines of ‘just enough’ and ‘just in time’, mean that traditional, heavy weight specification documentation is no longer effective – or even possible.
Practitioners need to find ways to ‘power up’ their design impact. Jason and Daniel will discuss how to use collaborative design as a ‘force multiplier’, share the experience of designing in real-time, and show you how to let go, be fearless and take your team with you on a journey that builds trust, buy-in and design momentum.
They will challenge you to shift your focus; to make the transition to design thinking, and focus on design facilitation in order to increase the scale and complexity of the things you design.
Motivated by curiosity and a strong conviction that the tools and methods of design thinking ignite innovative ideas and solutions, a group of Portland-based, like-minded practitioners set out to survey the local landscape. Our goal: to uncover the tactics, challenges, benefits and themes surrounding design thinking in our community.
This is the result.
We found more than a dozen common themes and insights. Some of them speak directly to the benefits of a design thinking approach. Some express deep challenges to making that approach work in the real world. In all cases, we are pleasantly surprised by the conviction, passion, and commitment to overcoming those challenges and sharing the benefits of design thinking. !
A presentation I made in 2011 to train old and new colleagues in the art of planning and concept design. This is the model I've been using for the last 10 years, and we wanted to share this to everyone.
An Interview with Ivy: Shape Up From a Product Designer’s PerspectiveQuekelsBaro
I asked Process Street's Product Designer how Shape Up's development method works in practice. Want to know more about Shape Up? Check out what Ivy has to say.
The Value of Critique and Integrating it into Your Design ProcessAdam Connor
Slides from my presentation with Alla Zollers at Boston UPA's 2010 Conference
Foe an updated version of this presentation please see: http://www.slideshare.net/adamconnor/ready-set-critique
Sketching As a Communication and Collaboration Tool.Aaron Irizarry
Product teams often consist of team members with various disciplines and approaches to product design, this can often present communication hurdles with team members (designers, devs, product managers, marketing,research, etc) as well as kinks in team collaboration. In this talk, Aaron will provide tools, tips, and insights into using sketching to help improve communication and collaboration within product teams.
Critique is a vital skill for any good designer. Here we talk about it's application in everyday life as well as the formal work we do with clients as UX Designers.
This talk has been given at a number of conferences by myself and the amazing Aaron Irizaryy (http://www.thisisaaronslife.com/)
We'll be keeping the most up-to-date version of the slides uploaded here. If you'd like a copy from a previous iteration, please get in touch with either Aaron or myself, and we'll happily get one to you.
Updated 5/55 to the version used at WebVisions Portland in 2012.
Agile design thinking and you... ux australia2011Jason Furnell
Agile is changing the way we create software. Design, and Design Thinking, is becoming pivotal to business success. The UX game is changing, and you need to step up!
Daniel Oertli (CIO, REA Group) and Jason Furnell (Experience Design consultant, ThoughtWorks) will discuss the changing role of UX in fast moving, Agile development environments, presenting case studies demonstrating the impact that a design-led approach has had at Australia’s No.1 real estate site (www.realestate.com.au).
This talk will present concepts that will challenge your thinking and introduce you to new methods that will increase your impact as a designer working on software and business strategy projects.
The Agile development methodology dramatically changes the role of designers: the build is the design. Agile concepts like ‘working software over comprehensive documentation’ and the disciplines of ‘just enough’ and ‘just in time’, mean that traditional, heavy weight specification documentation is no longer effective – or even possible.
Practitioners need to find ways to ‘power up’ their design impact. Jason and Daniel will discuss how to use collaborative design as a ‘force multiplier’, share the experience of designing in real-time, and show you how to let go, be fearless and take your team with you on a journey that builds trust, buy-in and design momentum.
They will challenge you to shift your focus; to make the transition to design thinking, and focus on design facilitation in order to increase the scale and complexity of the things you design.
Motivated by curiosity and a strong conviction that the tools and methods of design thinking ignite innovative ideas and solutions, a group of Portland-based, like-minded practitioners set out to survey the local landscape. Our goal: to uncover the tactics, challenges, benefits and themes surrounding design thinking in our community.
This is the result.
We found more than a dozen common themes and insights. Some of them speak directly to the benefits of a design thinking approach. Some express deep challenges to making that approach work in the real world. In all cases, we are pleasantly surprised by the conviction, passion, and commitment to overcoming those challenges and sharing the benefits of design thinking. !
A presentation I made in 2011 to train old and new colleagues in the art of planning and concept design. This is the model I've been using for the last 10 years, and we wanted to share this to everyone.
An Interview with Ivy: Shape Up From a Product Designer’s PerspectiveQuekelsBaro
I asked Process Street's Product Designer how Shape Up's development method works in practice. Want to know more about Shape Up? Check out what Ivy has to say.
You’ve worked hard on the information architecture models you’ve created but haven’t been able to sell them to the client, or your co-workers. Maybe the conversation around the IA has broken down into an unhealthy debate over semantics. In another scenario, you are tasked with creating a controlled vocabulary for a large organization that has a silo mentality and a lot of legacy content. Where to begin?
These scenarios will sound familiar to most user experience professionals. In this deck, I share my techniques for getting an organization that may have different ideas about how to organize and name content to agree upon a controlled vocabulary.
I also share specific tools in the form of diagrams, beyond the ubiquitous sitemap and wireframe, which communicate complex ideas. And techniques for practicing information architecture with clients collaboratively.
Truth and Dare - Out of the echochamber into the fireJason Mesut
This is a presentation that starts to touch on the risks and issues circling the UX echochamber right now, and what we can do to battle them.
It's a presentation I gave at EuroIA on September 23rd 2011. It has been designed to be readable without presentation and also to aid comprehension by non-english speaking audiences. Hence the amount of wordy slides.
Design Toolbox — teaching design, its processes & methodsMartin Jordan
‘Design Toolbox’ was a 3-week design class that examined a practical understanding of design, its process and methods through inputs, hands-on sessions and small assignments.
Taught at University of Applied Sciences Potsdam, Germany in October 2013.
In the fall of 2018, I was asked to present a guest lecture to first year students enrolled in the Business Technology Management program at Ryerson University.
This is a documentation of a freewheeled discussion around why we as User Experience professionals need to understand the threats to our industry and adapt to survive and thrive. The title is a bit misleading, but only because the discussion went in a different direction
Experiences and Creative Process (Semih Energin Technology Stream)IT Arena
Lviv IT Arena is a conference specially designed for programmers, designers, developers, top managers, inverstors, entrepreneurs and startuppers. Annually it takes place at the beginning of October in Lviv at Arena Lviv stadium. In 2016 the conference gathered more than 1800 participants and over 100 speakers from companies like Microsoft, Philips, Twitter, UBER and IBM. More details about the conference at itarena.lviv.ua.
Design Thinking Dallas by Chris BernardChris Bernard
These are the slides I gave for a keynote at a conference hosting by IMC2 for the Design Thinking Dallas Conference. Some of the content here is repetitive across other presentations I give.
Questions? Email me at chris.bernard@microsoft.com
Why meetings matter to designers; common pitfalls for bad meetings (and conversely, characteristics for good meetings) and tips on how to have more effective meetings.
Collaborative Information Architecture (ias17)Abby Covert
You’ve worked hard on the information architecture models you’ve created but haven’t been able to sell them to the client, or your co-workers. Maybe the conversation around the IA has broken down into an unhealthy debate over semantics. In another scenario, you are tasked with creating a controlled vocabulary for a large organization that has a silo mentality and a lot of legacy content. Where to begin?
These scenarios will sound familiar to most IA professionals.
In this workshop, Abby will share her techniques for getting an organization that may have different ideas about how to organize and name content to agree upon a controlled vocabulary.
Abby will share specific tools in the form of diagrams, beyond the ubiquitous sitemap and wireframe, which communicate complex ideas. And she’ll share techniques for practicing information architecture with clients collaboratively.
I want to focus on the soft skills that make someone good at IA. So the lessons here are really about leveling up in skill set. Including:
- Conflict Resolution in IA
- Selling IA to others in your organization
- Improving stakeholder interviews
- Facilitating Low Fidelity Conversation about language
- Visualizing language with simple pictures to get clarity
You’ve worked hard on the information architecture models you’ve created but haven’t been able to sell them to the client, or your co-workers. Maybe the conversation around the IA has broken down into an unhealthy debate over semantics. In another scenario, you are tasked with creating a controlled vocabulary for a large organization that has a silo mentality and a lot of legacy content. Where to begin?
These scenarios will sound familiar to most user experience professionals. In this deck, I share my techniques for getting an organization that may have different ideas about how to organize and name content to agree upon a controlled vocabulary.
I also share specific tools in the form of diagrams, beyond the ubiquitous sitemap and wireframe, which communicate complex ideas. And techniques for practicing information architecture with clients collaboratively.
Truth and Dare - Out of the echochamber into the fireJason Mesut
This is a presentation that starts to touch on the risks and issues circling the UX echochamber right now, and what we can do to battle them.
It's a presentation I gave at EuroIA on September 23rd 2011. It has been designed to be readable without presentation and also to aid comprehension by non-english speaking audiences. Hence the amount of wordy slides.
Design Toolbox — teaching design, its processes & methodsMartin Jordan
‘Design Toolbox’ was a 3-week design class that examined a practical understanding of design, its process and methods through inputs, hands-on sessions and small assignments.
Taught at University of Applied Sciences Potsdam, Germany in October 2013.
In the fall of 2018, I was asked to present a guest lecture to first year students enrolled in the Business Technology Management program at Ryerson University.
This is a documentation of a freewheeled discussion around why we as User Experience professionals need to understand the threats to our industry and adapt to survive and thrive. The title is a bit misleading, but only because the discussion went in a different direction
Experiences and Creative Process (Semih Energin Technology Stream)IT Arena
Lviv IT Arena is a conference specially designed for programmers, designers, developers, top managers, inverstors, entrepreneurs and startuppers. Annually it takes place at the beginning of October in Lviv at Arena Lviv stadium. In 2016 the conference gathered more than 1800 participants and over 100 speakers from companies like Microsoft, Philips, Twitter, UBER and IBM. More details about the conference at itarena.lviv.ua.
Design Thinking Dallas by Chris BernardChris Bernard
These are the slides I gave for a keynote at a conference hosting by IMC2 for the Design Thinking Dallas Conference. Some of the content here is repetitive across other presentations I give.
Questions? Email me at chris.bernard@microsoft.com
Why meetings matter to designers; common pitfalls for bad meetings (and conversely, characteristics for good meetings) and tips on how to have more effective meetings.
Collaborative Information Architecture (ias17)Abby Covert
You’ve worked hard on the information architecture models you’ve created but haven’t been able to sell them to the client, or your co-workers. Maybe the conversation around the IA has broken down into an unhealthy debate over semantics. In another scenario, you are tasked with creating a controlled vocabulary for a large organization that has a silo mentality and a lot of legacy content. Where to begin?
These scenarios will sound familiar to most IA professionals.
In this workshop, Abby will share her techniques for getting an organization that may have different ideas about how to organize and name content to agree upon a controlled vocabulary.
Abby will share specific tools in the form of diagrams, beyond the ubiquitous sitemap and wireframe, which communicate complex ideas. And she’ll share techniques for practicing information architecture with clients collaboratively.
I want to focus on the soft skills that make someone good at IA. So the lessons here are really about leveling up in skill set. Including:
- Conflict Resolution in IA
- Selling IA to others in your organization
- Improving stakeholder interviews
- Facilitating Low Fidelity Conversation about language
- Visualizing language with simple pictures to get clarity
Facebook, Twitter and their myriad of social networking cousins are not a fad. Mastering these new communication models is necessary for the vitality of any non-profit organization. (Presented at the Texas Council on Family Violence Executive Directors' Conference)
Matt Wrye, a Lean Implementer that has a passion for continuous learning was my guest on the Business901 podcast, Developing a Learning A3. This is a transcription of the podcast.
David Anderson is a thought leader in managing effective technology development. He leads a consulting, training and publishing business at David J, Anderson & Associates. David may be best known for his book, Kanban: Successful Evolutionary Change for Your Technology Business.
David recently appeared on a Business901 podcast, Change is Best when it Evolves. This is a transcription of the podcast.
This is a transcription of a Business901 Podcast with Hundley Elliotte. He is the global lead for the Process Performance Group within the Accenture Process and Innovation Performance Service Line.
Drive Profits thru People and ProcessesBusiness901
This is a transcription that I had with Vivian Hairston Blade, Founder, President & CEO of Experts in Growth Leadership Consulting, LLC (EiGL Consulting, LLC) based in Louisville, KY.
Dr. Karl Kapp, author of The Gamification of Learning and Instruction was my guest on the Business901 podcast, Learning with Gamification. If you need an introduction, or maybe you are ready to take the next step and gamify a few engagement strategies or your training. This podcast and transcription are a great place to start.
Deseja mudar sua vida finaceira em 100 dias?
´e uma pessoa determinada?
Então esta a oportunidade para si.
conheça o potencial que pode estar a apoiar a sua determinaçao para vencer na vida!
não são poemas
mas fragmentos de paisagens
possibilidades a brotar
raízes, galhos
embriões
no prelúdio dum porvir
ao encontro do autêntico tom
compondo um outro novo
se afinando consigo próprio
partindo de si
sendo teu o próprio caminho
concordando ou discordando
agindo e movimentando
escrevendo com seu nome
com nome falso ou sem nome
todos somos livres
para ir onde quiser
vamos voar!
escritos de 2006 a 2008, entre são paulo e minas gerais, revisados em 2014, montevideo
é livre a reprodução parcial ou integral
desde que citado o nome do autor
e utilizado para fins não comerciais
arte é risco
bruno nobru
www.brunonobru.net
With the pace of business as fast as it is, it’s easy to feel overwhelmed. Demands and deadlines stack up quickly and the way forward gets quickly obscured. It can be paralyzing.
In those moments, a new perspective can feel like a breath of fresh air, which is why we created this guidebook to help you envision clear business goals with an architected approach.
If you're interested in approaching your work with an architect mindset, reach out to us at connect@oxygenexp.com or oxygenexp.com/contact/
A New Toolbox: Artifact Providence 2013Kevin Sharon
Kevin and Sophie reveal Happy Cog’s design process through their experience building a responsive site from beginning to end, including: kicking off the project, the collaborative design process, and the tools they tweaked along the way. Find out what worked and what they learned. In the end, it should be clear that this is a time for experimentation and finding new approaches for new tasks.
Dr. Charles Burnette created iDeSIGN, a Design Thinking course for children. He freely shares this information on his website idesignthinking.com. This is a transcription of the podcast, A Platform for Teaching Design Thinking.
Making ourselves redundant: Delivering impact by building design capabilities...Service Experience Camp
This is Simone Carrier’s key talk from Service Experience Camp 2016 on Delivering impact by building design capabilities, held on Day 2 on the big stage.
Great UX talent is hard to identify and even harder to recruit. As the industry embraces the importance of the user experience, masters of the craft can take their pick of jobs at companies ranging from Google and Facebook all the way down to tomorrow’s most world-changing startups. As if hiring wasn’t hard enough, making the wrong hire carries a huge cost in both money and time.
As the principal UX architect at Slide UX, Erin manages a team of designers who have worked and hired on both the client & agency sides. Leave this session with practical guidelines for when to hire in-house vs outsource, how to identify the type(s) of designers you need, and where to find them.
Things designers and developers should know (WDS18)Ben Buchanan
My talk from Web Directions Summit 2018, about things designers and developers should know about each other. If you've ever asked or been asked "should designers code", this talk is for you :)
Similar to Architect is an Enabling Orchestra Leader (20)
Customer Value Mapping: Using customer value mapping to understand what custo...Business901
Customer value mapping is a qualitative approach that looks at the perceived value of a product or service from the customer’s perspective.
The Business901 Fractional Marketing Services allow customers to focus on their core operations while the business development and marketing experts at Business901 handle customer-facing campaigns. The plans are tailored to each business, considering each company’s existing capabilities, budget, and industry.
Business901 offers a unique combination of traditional and progressive methods to maximize customer growth. Social media campaigns, in-person and online events, and partnerships with industry organizations are all available, depending on the company’s needs. Additionally, Business901 utilizes AI-based tools to accelerate the sales and marketing process. This modern approach ensures that customers get the most out of their time and budget.
“At the end of the day, Business901 is focused on providing clients with the best experience possible,” said Dager. “We strive to give our clients access to the expertise and resources they need to succeed in their respective industries.”We act as teachers, consultants, strategists, or implementers. The program is designed around your desired deliverables with specific milestones and time frames to meet your outcomes.
Are you looking at growth through the right lenses? Or are you still operating in the Doom Loop? Is your disciplined actions focused on experimentation?
Jim Collins has been talking about the Flywheel Effect for many years and most of us (should) know the intricacies behind the concept. Reviewing the recent book Experimentation Works, author Stefan Thomke reinforces this effect through Booking's Growth Flywheel and his own 7 System Levers.
Expanding on just 3 of the 7 levers:
1. Scale: Number of experiments per week, months, or year
2. Scope: Extent to which an organization’s employees are involved in experiments
3. Speed: Time from formulating a hypothesis to completing an experiment
In the past, I have written about using the Lean trio of SDCA, PDCA, EDCA with an umbrella of CAP-Do or in Non-Lean terms; Standard Work, Continuous Improvement, Design Thinking (Exploration), and Reflection.
In the book, Cracked it!: How to solve big problems and sell solutions like top strategy consultants, the authors lay out their 4s Framework in much the same manner with a flowchart to guide you through the use of it. Their dive into each discipline is excellent. Enjoy the read.
The part of the framework that they took the time with that most problem-solving books don’t is the Sell Stage. Of course, I am partial to that area but even though I am, when doing it for myself, I often just think people get it. Everyone wants to grow revenue or save time and money?
I also like that though it is convenient to put documentation at the end and part of this stage, I took a little deeper meaning from it. The part of sustaining, and even improving again often rests on the idea of how we deliver/sell the results.
Branops - Making Your Story Your StrategyBusiness901
In BRANOPS, we scale by looking at marketing from a Growth Mindset. We don’t start with a complex market and try to work back by tweaking and modifying it.
Roles of Intuition & Rationality in Strategic DecisionsBusiness901
Author Julia Sloan in the book, Learning to Think Strategically, emphasizes the need for both a Creative and Rational balance in the approach.
Sloan says, "Without a well-honed intuitive sense, problem analysis can remain clinical, sanitized, and ineffectual, in that problems are exposed only superficially and analyzed without much, if any, examination of the “truthfulness” of their cause. Rationality then plays the critical role of identifying relevant information and analyzing facts." I find her approach the rest of the book equally enlightening.
This process reminds me of the Divergent/Convergent Design Think approach and equally similar to Disney’s Creative Strategy: Dreamer, Realist, and Critic approach.
I have both an electronic and audion version of the book. It is a good listen. Amazon: Learning to Think Strategically 4th Edition https://amzn.to/2Z1vyKB
Onboarding Freelancers LinkedIn Group Deck Business901
Would you contribute to empowering Freelancers in your work environment?
Please consider joining this LinkedIn Group:
https://lnkd.in/eRuGzsm
As the use of Freelancers proliferate across organizational departments new ways of thinking are required. We have created instances of success in employee onboarding but often we have similar expectations of Freelancers in very condensed cycles.
This group is intended first and foremost to create awareness of these issues and elaborate on ideas for enhancing the flow of work between the stakeholders.
Lean Scale Up: Lean as a Growth StrategyBusiness901
The Lean Scale-Up ebook has been a handout and lead generator on my website for several years. It was created with the understanding that if you can build a culture of PDCA, a culture of learning, growth becomes part of everyone’s job.
It is this aspect I have always believe that separates good companies from great companies.
Social Media Analytics For International MarketersBusiness901
This Prime Target Webinar will provide insights on how social media analytics can be used for International Market Research.
Topics Covered:
1. Five Advantages to using social media analytics for international marketing
2. Social media – source for market research unexploited by companies
3. Learn to understand and track our markets and competitors in our target countries
4. Discover reliable tools adapted for small companies
More Info & Registration:
https://www.bigmarker.com/prime-target/SOCIAL-MEDIA-ANALYTICS-FOR-INTERNATIONAL-MARKETERS
In creating an International Strategy, "Where to play" is a critical component, maybe the most. And the scariest part is that it can change rather quickly. What is your risk? Are you prepared?
This is an excerpt from a recent Prime Target and Euromonitor International webinar about risk hosted by Tatiana Miron: https://lnkd.in/eXr_8dU
PrimeTarget.tech helps SMEs and startups accelerate growth and improve performance globally through the power of data and analytics. The management team is versatile and abreast in growth hacking for companies with global ambitions. Their purpose is to open access to small and medium enterprises to a fundamentally new approach in decision making with regards to global strategies, one designed to match today's fast pace of change and new technologies.
Get On Track with a Strength-Based Sales and Marketing ApproachBusiness901
If the video does not play in the 2nd slide, this is the YouTube Link: https://youtu.be/fmWWut0rjBY
The video incorporates the disciplines I use within a Strength-Based Sales and Marketing effort. Taken from great leaders of Appreciative Inquiry, it may look complicated but all of these are founded on the basic principles of AI.
Appreciative Inquiry is a shift from looking at problems and deficiencies and instead focusing on strengths and successes. It is a tool for change, and it will strengthen relationships throughout your business. Most people struggle to obtain this mindset without training. We have just been conditioned otherwise. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you analyze your wins instead of your losses it makes you 10X more likely to understand the events that trigger decision-makers to become motivated about buying your product or service.
More info at https://business901.com/
Faces of Change 2 - Social Emotional Learning ProgramBusiness901
The Faces of Change 2 Introductory Program provides a foundation for teachers, parents, social workers and mentors to understand how and what that relationship should look like for students presently and in the future. By using the Faces of Change Timeline as a central focus we will introduce the central theme of the Faces of Change 2 program. Participants are provided with the groundwork on how to use Faces of Change activities in the classroom while counseling, advising, or serving as an advocate for the student.
A recent presentation for a small group of manufacturers on Lean Sales and Marketing. We concentrated primarily on creating a marketing space utilizing Lean and Blue Ocean principles.
Are You Interested in Esports Advertising? Are you unsure of how to get started?
Take a look at the following Ad Deck and see if you would like to test the waters.
More information: Business901, https://business901.com
KM Cyber Security, https://www.kmcybersecurity.com/
Keatron Evans is the Managing Partner at KM Cyber Security, LLC
and responsible for global information security consulting business which includes penetration testing, incident response management/consulting, digital forensics, and training.
Intel E5/Gold processors, SSD drives in RAID 10, 10Gbps network interfaces, enterprise-grade RAM, peering with multiple Tier-1 networks for excellent latency, and more. - At pricing that is hard to believe.
Understand the Purpose Behind the QuestionBusiness901
The ability to ask good questions is essential in today’s world. However, as Stephen Covey categorized in one of his 7 Habits; “Seek first to Understand, then to be understood.” Or another way Dale Carnegie phrased this, “To be interesting, be interested.” To accomplish this, I think one of the areas that most of could work on is to develop our ability to quickly recognize the purpose of the question. When we do this, it is much easier to align perspectives and therefore engage in collaborative efforts.
Adapted from the work of Stafford (2009) and from the book, Collaborating for Inquiry-Based Learning: School Librarians and Teachers Partner for Student Achievement by Virginia L. Wallace and Whitney N. Husid, the Purposes for Question diagram is an ideal training aid for me in sales and marketing.
Turning Reflection into Action using the Lean Process of CAP-Do Business901
The Lean Process of CAP-Do is how I initiate most projects. It creates a path towards capturing standard work, deciding what we what improve on, what we want to explore and not to be forgotten what we want to stop doing. This outline provides an introduction to using Lean for marketing and introduces the upcoming workshop on Marketing Action Research.
Book Formatting: Quality Control Checks for DesignersConfidence Ago
This presentation was made to help designers who work in publishing houses or format books for printing ensure quality.
Quality control is vital to every industry. This is why every department in a company need create a method they use in ensuring quality. This, perhaps, will not only improve the quality of products and bring errors to the barest minimum, but take it to a near perfect finish.
It is beyond a moot point that a good book will somewhat be judged by its cover, but the content of the book remains king. No matter how beautiful the cover, if the quality of writing or presentation is off, that will be a reason for readers not to come back to the book or recommend it.
So, this presentation points designers to some important things that may be missed by an editor that they could eventually discover and call the attention of the editor.
White wonder, Work developed by Eva TschoppMansi Shah
White Wonder by Eva Tschopp
A tale about our culture around the use of fertilizers and pesticides visiting small farms around Ahmedabad in Matar and Shilaj.
Transforming Brand Perception and Boosting Profitabilityaaryangarg12
In today's digital era, the dynamics of brand perception, consumer behavior, and profitability have been profoundly reshaped by the synergy of branding, social media, and website design. This research paper investigates the transformative power of these elements in influencing how individuals perceive brands and products and how this transformation can be harnessed to drive sales and profitability for businesses.
Through an exploration of brand psychology and consumer behavior, this study sheds light on the intricate ways in which effective branding strategies, strategic social media engagement, and user-centric website design contribute to altering consumers' perceptions. We delve into the principles that underlie successful brand transformations, examining how visual identity, messaging, and storytelling can captivate and resonate with target audiences.
Methodologically, this research employs a comprehensive approach, combining qualitative and quantitative analyses. Real-world case studies illustrate the impact of branding, social media campaigns, and website redesigns on consumer perception, sales figures, and profitability. We assess the various metrics, including brand awareness, customer engagement, conversion rates, and revenue growth, to measure the effectiveness of these strategies.
The results underscore the pivotal role of cohesive branding, social media influence, and website usability in shaping positive brand perceptions, influencing consumer decisions, and ultimately bolstering sales and profitability. This paper provides actionable insights and strategic recommendations for businesses seeking to leverage branding, social media, and website design as potent tools to enhance their market position and financial success.
Between Filth and Fortune- Urban Cattle Foraging Realities by Devi S Nair, An...Mansi Shah
This study examines cattle rearing in urban and rural settings, focusing on milk production and consumption. By exploring a case in Ahmedabad, it highlights the challenges and processes in dairy farming across different environments, emphasising the need for sustainable practices and the essential role of milk in daily consumption.
Expert Accessory Dwelling Unit (ADU) Drafting ServicesResDraft
Whether you’re looking to create a guest house, a rental unit, or a private retreat, our experienced team will design a space that complements your existing home and maximizes your investment. We provide personalized, comprehensive expert accessory dwelling unit (ADU)drafting solutions tailored to your needs, ensuring a seamless process from concept to completion.
Коричневый и Кремовый Деликатный Органический Копирайтер Фрилансер Марке...
Architect is an Enabling Orchestra Leader
1. Business901 Podcast Transcription
Implementing Lean Marketing Systems
A Good Architect is an enabling
Orchestra Leader
Guest was Zachary D. Evans
Related Podcast:
The Strength of an Architect is in their
Collaborative Abilities
The Strength of an Architect is in their Collaborative Abilities
Copyright Business901
2. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Zachary Evans is an architect and partner at Kelty Tappy Design,
Inc., a Fort Wayne architecture, planning, and urban design firm.
A Ball State University graduate (Muncie,
Indiana), Zach holds professional architectural
registrations in Indiana and Ohio and is
certified by the National Council of
Architectural Registration Boards (NCARB). He
is an active member of the American Institute
of Architects (AIA) Fort Wayne Chapter, and
currently serves on the City of Fort Wayne
(Indiana) Downtown Design Review
Committee.
LinkedIn: Zachary Evans Twitter: @zdevans
A good Architect is an enabling Orchestra Leader, not a
Distant Composer.
Joe Dager: Welcome everyone. This is Joe Dager, the host of
the Business901 podcast. With me today is Zachary Evans. Zach
is an architect and partner at the Kelty Tappy Design firm which
is an architecture, planning, and urban design firm. A Ball State
University graduate, Zach holds professional architectural
registrations in Indiana and Ohio and is certified by the National
Council of Architectural Registration Board. He's an active
member of the American Institute of Architects and currently
serves on the city of Fort Wayne's downtown design review
committee.
Zach, I'd like to welcome you and maybe a good lead-in question
is why did you choose architecture as your profession?
Zachary Evans: First of all, thanks, Joe, for having me. It's an
honor to be on the podcast. Architecture is a very interesting
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profession. It's got several different aspects. I think at a young
age I admired a lot of the mystery involved in what an architect
does and it took some digging to find out. I think a lot of the
general public has questions about what architects really do
during the day. Do they play with markers and design all day long
or do they tour around and inspect construction projects? I think
that's really what got me involved.
Joe: What'd you find out? Did you find out that they tooled
around, played with markers?
Zachary: During the college years the education of an architect
is a small sliver of what the actual profession opens up to you.
During college you spend a lot of time in the programming and
schematic design phases of a project where you either develop a
program for a client or you're given one and you produce a few
concepts and then start to refine those concepts. But, typically,
you stop pretty quickly. You don't actually get to develop the
whole project or create construction documents or see a final
product. It's a pretty narrow view of what the full design process
is. Once you enter the workforce, either on internship or following
graduation, you have your first job, you find out there's a lot of
work that goes on before I actually get to start any type of design
work. That can be picturing financing or meeting a client for the
first time and how all that works, some contractual items.
Then afterward, after you have a design concept that's agreed
upon, there are several iterations of the design that you have to
work through with the client and all the consultants that are
involved in a project, which can be almost up to 10 or 12
different consultants on a large project.
Joe: Well, I look at Ball State is one of the leading universities in
architectural design that you chose, they've always had a great
reputation. How much time do they take in teaching you about
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design? Did you take an art class to broaden your horizon there
and learn how to sketch and everything?
Zachary: Sure. The program I went through was a 10 semester
program and every semester you had a design studio that you
spent about 12 hours a week with supervision, with instructors
there. Each semester there was a different focus on design. There
were books and architects that you would study from different
periods. There were courses on architectural history and theory.
We took courses on different design mediums such as water
color, model building, computer generated, four plains elevation,
and 3D modeling.
Joe: Is there a pattern to a thought process an architect has?
Zachary: There is a little bit of a pattern. I think the biggest
factor and biggest item that you're taught is to not get stuck in
one mode of thinking. There are three steps. You have to be
willing to take a step back and conceptualize and brainstorm on
an item. If you're moving down the design path and you're not
sure about what's going on or your client, if you have a client, is
not comfortable with where you're going you have to take a step
back, brainstorm multiple options, test those options, and then
move to the next level of detail. Typically, the resulting design
that you have or concept is a combination of the options that you
made.
Joe: What you explained to me, architecture incorporates a huge
part of the business aspect of the project and you're the front
runner or the person that oversees everything. Is that true?
Zachary: Every case is a little different, Joe. These days’
architects work for contractors, we work for clients. There are
even architects that have become developers in their own right,
create their own projects, they secure financing and secure
property, and then they act as their own client and either build a
speculative building or maintain those projects down the road
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after they're built. These days some architects are creating work
for themselves and they're getting pretty creative with their own
business model.
Joe: During the design process where do people struggle in
creating the concept? How do you go about that?
Zachary: Architectural design, just like any other creative
activity, it's not something that can be forced out. Although there
are many extremely talented designers out there nobody can
expect them to churn out ground-breaking designs all day every
day so some time needs to be taken for rest and inspiration.
Joe: You're not sitting there, let's say, in front of a computer
and you've got to force yourself, you've got a deadline. That
doesn't really work well, does it?
Zachary: No. We all have deadlines. There are things that we do
to try to break a brain freeze, if you will, if we're trying to come
up with multiple concepts. Sometimes we just need to open up a
book or design magazine and go through and try to receive some
of the inspiration from the pages of the magazines. Sometimes
we go out and just take a tour, either just walking around town
or going to visit certain case studies or projects that we think
might provide us with some inspiration. A lot of times we'll call
other designers in. That's why collaboration is important. Just
having one person's view or opinion of a concept can be limiting.
Joe: I find it really interesting that designers have a tendency to
collaborate really well. Is that the reason for it, that they maybe
have better receptors or something like that to try to stimulate
ideas?
Zachary: Yeah. I think it's part of the atmosphere and attitude
you have on designing. If you think there's a right and wrong
answer it's probably not going to go very well for you and you're
going to stumble a little bit trying to develop concepts. If you
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have an atmosphere where it's free to throw out ideas and allow
others to challenge those or build upon them I think you're in a
lot better situation to come out with a wide range of concepts to
develop the next stage from.
Joe: You mentioned earlier that there's a lot of different ways of
customer involvement in recent years. Have you seen any trends
that are happening that is different than maybe when you first
started?
Zachary: I haven't seen any definite trends. I know that with
the increased use of the Internet and all the quality information
on the Internet our clients have become a lot more educated on
the design process itself and construction materials and
techniques. We've had clients come in and tell us what structural
system they think is most appropriate for the building and we try
to back up from that, especially if we don't have any type of
design or design constraints set yet because that's something
we'll work out with our design team along with the client and
include their input. We always enjoy hearing stories from our
clients about them wanting to be architects when they were
young. A lot of our clients enjoyed taking a larger role with the
design team in creating a design for their project, to play
architect. We always encourage that. The more customer
involvement they have, the more involvement they have with our
design team, the better the result's going to be. It makes
communication a lot easier because they're trying 110 percent to
understand where we're going and they're onboard with the
ultimate goal of the project.
Joe: You really try to go out and create a co-creation type
atmosphere with them?
Zachary: Sure. We don't want to just consult with them. We
want to pull them in and engage them on the team. They need all
the consultants, the engineers. Typically for a job you have
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mechanical, electrical engineers, you have a structural engineer,
landscape architects. Sometimes you have artists who will design
artwork. Interior designers that help us create the interior
atmosphere, pick out furnishings. We encourage as much
involvement with the client as they're willing to put in. We do
have some clients that hand over a specific task and they want us
to call them when it's finished and others that enjoy coming up to
the office every day, taking a role in the project and seeing how it
progresses.
Joe: Is there a way that you set expectations of projects?
Zachary: Absolutely. That's why the early customer involvement
is extremely important. We try to spend a lot of time educating
the client on what our process is. Every architect and every
design firm has a different process that they like to go through
and they involve different timelines. We try to lay all that out
upfront, typically verbally and in written proposals so they can
take it home with them or take it back to their business and
absorb it a little bit. But managing expectations upfront is key. If
you get down the road in a design project and the owner's upset
for some reason because it took too long or they thought they
were going to get a different product at the end. It's really the
design team's fault for not being outgoing and aggressive in
engaging the client and making sure their expectations were
managed properly.
Joe: I'm always intrigued the modeling concept of architecture
because most people have a problem with visualization. I think
that's what separates designers are that they've got this idea.
They can visualize the whole thing and a lot of people struggle
with that. How do you start with prototyping modeling? Can you
talk me let's say through a smaller project, a little bit of some of
the modeling characteristics, steps that you go through with the
customer?
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Zachary: Sure. Architects are trained to think visually and a lot
of times young adults get involved in architecture because they
always think visually. I think a lot of people who aren't in
architecture can do that but there are a many people that cannot
visualize a three dimensional space in their mind so modeling
becomes extremely important. We do drawings in two dimensions
and three dimensions. Typically, the two dimensional drawings
are for the construction drawings that are given to a contractor
for building purposes and the other type of modeling is done
digitally is 3D modeling. There are really two different reasons to
do modeling. The first is for design intent. These can be digital or
physical models that we do early in the design stages, especially
when we're doing the conceptualizing and brainstorming.
We use cardboard or foam cord boards. Sometimes it's as crude
as hot glue guns and cardboard to create something that you can
turn, flip upside down, and hand to a client that helps us get a
sense of what that space might feel like if they were inside of it, if
it were a full-size structure.
Digital models we use to convey design intent works well. There's
simple programs that can be used such as Google SketchUp and
more complex 3D modeling softwares that are out there that we
use. The real purpose of those is to allow the design team to
work and coordinate a conceptualize design and convey that
information to a client.
The second big type of digital modeling is typically use a little bit
later, after a design at least has been approved conceptually and
moves on to one of the middle stages of design that we call
design development and is BIM. BIM stands for Building
Information Modeling and has become very prevalent lately and is
really the software of the future and process of the future where
all of the building systems are put into a single digital model.
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The structure is modeled, the mechanical system including all the
ductwork and air handlers are modeled, all the architectural
elements are modeled, the doors and corridors. Also all the
written information, product information, design intent
statements, can be included in it. It's a single file, single model
that contains all the information for that project. It can even be
used by contractors to work off of during bidding and
construction.
Joe: It's not a 2K file is it?
Zachary: No. They can be pretty large, Joe.
Joe: It sounded pretty detailed.
Zachary: It is and we've seen it being used the most in
healthcare projects, any type of project that is systems heavy.
When I say systems heavy I mean all of the things in the wall. In
healthcare projects, we typically see a lot of air and gas buried in
the walls. If you're working two dimensions it's too difficult to
chart every item in the wall or every item above the ceiling and
being able to coordinate that prior to construction. What happens
is the contractor gets up to the site, he pops a ceiling tile, and
there's a fire suppression line running right here his duct has to
go. With the bin software, the vast majority of these problems
can be resolved before the contractor even gets on site. It is very
beneficial, especially for the systems heavy projects.
Joe: Is there much virtual work nowadays where you're sitting
there collaborating on the screen with clients and contractors?
Has that become a big part of your firm's work?
Zachary: It is. These days everything is moving so quickly that
there are architects that work across state lines and even in other
countries. There just isn't a way to keep up with the speed of
business without using virtual meetings. There are even firms
that have offices in the United States that will work on projects all
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day long and then send them to the cloud or send them over to
their other office over in Asia and have them work on them all
night. There are firms, worldwide firms that work 24 hours.
Joe: Does this remove more of the personal things or do you
think that these things are enabling to create more of a
relationship?
Zachary: I think all this technology and the ability to collaborate
is a great next step for design in general. Being able to
collaborate with engineers and other designers with other talents
and perspectives on the same project only makes the outcome
better for our clients.
Joe: Going back to the modeling, I always think about
prototyping early and often. You use that feedback from them so
there aren't any surprises. When you give them that foam glued
together piece and they turn it around in their hand, is that like a
toy to the customer? Is he sitting there looking at it and turning it
around in his hands, is that a good feeling of accomplishment for
you when you see him turn it upside down and looking at it?
Zachary: It really is, Joe. I think any type of model, whether it's
a physical model that we create or a virtual model that we create,
it's like our baby. It's our way of conveying our design intent.
There are some people that are able to see things visually and
some people that need to hear things verbally, but if you can
describe design intent along with either type of model I think you
cover all bases and it's the best way to get design intent across.
Joe: You're taking a step by step approach going through a
client. It's not necessarily linear it's more iterative, I would think,
that you're doing this, trying this, back and forth that you do with
any collaboration. You're reaching out and doing this with your
engineers and maybe other contractors and receiving feedback
from them. It seems like a pretty overwhelming task and a great
way to have scope creep.
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Zachary: We always try to take it one layer at a time. When we
make our first presentation of several different design concepts
we try to give general overviews of each design concept and
specifically highlight the key differences between the designs.
Then we receive general feedback on those and work to come up
with a hybrid solution of those different concepts. Once we go
back to the design team alone, work out a few other concepts,
and go to the next layer. We do our best not to pile on all this
detailed information during one of the early design meetings.
That will come later once the client has a better understanding of
the project goal and timeline.
Joe: Walt Disney always had a thing where they went through
their design process, he had different stages and he never let
someone go back two stages to something. They could influence
the stage before but they couldn't influence two stages back and
that's how he stopped some of the scope creep.
Zachary: That's a great example. One thing we always stress in
our office is if you get stuck, zoom up a level and take a look at
what's going on. Same thing with trying to determine what a
client's challenge may be. If they're out of space at their current
location, they're packed in, they don't have room for employees
you may take a step back and look at why is that? Is the space
they have now inefficient? It may be that they don't need to add
on, they just need to renovate the space they have and make it
more efficient for their use. Any time we hit a stumbling block
with what we're doing we try to take one step up and I think
Disney's rule for that is pretty appropriate.
Joe: When I think of design thinking I go to the marketing side,
the Service Dominant Logic from Steve Vargo, but when most
think of design thinkers most think of IDEO. How do architects
relate to IDEO and Tim Brown?
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Zachary: I think Tim Brown and the IDEO organization does a
good job of going through the three steps of the design process.
If you boil everything down, you really have a prototyping stage,
a testing stage, and then the refinement period and you repeat
that. You don't go through each step once. Each phase embraces
all three of those steps and then you move to the next level of
detail. If you hit a stumbling block you back up a step and repeat.
I think the prototyping stage, testing stage, and refinement stage
is really key to the design thinking attitude.
Joe: Have funding projects changed a lot? Are you seeing where
there's maybe a different type of funding, private funding more
so than public funding?
Zachary: I think it's stayed somewhat similar of the recent
economic challenges here in the United States. Public/private
partnerships are a little more popular. We're seeing some private
funding maybe incorporated with public funding, either state or
federal funding, in order to get projects to go. We're starting to
see some of the private work increase again. It's been at a pretty
low level for the past couple of years. The public jobs have been
moving along at a decent rate. But I think the advent of the
public/private partnership has opened a new era in getting
projects completed.
Joe: Is there a big difference when you're working for a public
versus a private? Are expectations completely different?
Zachary: I think the expectations are usually very similar. The
way we go about what we produce as architects and engineers
are different, the legal requirements are different for public and
private jobs. For instance, bidding. Public jobs have to be publicly
bid. I think the expectations and the goals are usually pretty
similar.
Joe: An architect gets to be at the ground floor. He gets to be at
the beginning of the process. Most designers, as we discussed,
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are at the tail end where they get to make the thing pretty. We're
seeing now, especially in service design, where that designer is
moving to the beginning now in the chain. He's no longer the last
guy before it goes out to the market and I think a lot of that's got
to do with user experience, customer experience becoming so
prevalent that you have to gather that information upfront. The
designer is the guy to do that. What tips would you give to
someone that's moving from the tail end of the process to the
beginning of the process?
Zachary: I think no matter what point a designer gets involved
in the project there are always some constraints. They may be
fewer and they may not be as noticeable. Say, for instance, an
architect is on a green site there might be constraints with that
site on where construction may occur, who owns the property,
what the featured use of the property may be, zoning issues
come into play. I think no matter how open and free the canvas
looks I think there are always some constraints that should be
looked at as opportunities. We were taught in design school that
any constraint should be embraced as an opportunity. It was a lot
more difficult to design without any context or feedback than it
was to have some constraints and parameters for a project.
First step should always be brainstorming and throwing out as
many ideas as you can on the paper. We like to use a dry erase
board. We have a wall that's all dry erase material and we just
get out the markers and go to it and talk while we're doing it.
There are no wrong ideas. Usually we get several good ideas to
take to the next level out of the brainstorming sessions.
If they don't work out it never hurts to bring in colleagues or
consultants with in order to try to help out with that process.
Joe: Explain that process a little bit to me. You gather a group of
people including the customer maybe, you go through some
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ideas, and you start doing it. How do you solicit ideas? How do
you get it started? How do you get the fires burning?
Zachary: Usually it's through verbal communications. We try to
get as much information about the existing structure or existing
site, any site constraints, zoning information, just about anything
we can. We lay it out all on the table. Usually at that point, we've
already had discussions with the client about what avenue they
want to proceed with. We bring as many people crammed into
the conference room we can. We get the markers out. Usually we
encourage the client, also, and draw or write whatever comes to
mind and then we always document it photographically and use
all those ideas in the next iteration of the design.
Joe: You brainstorm effectively throughout a project then? Are
you going back to that whiteboard three, four, five, six times
during a project?
Zachary: We do. Every project... You always hit a stumbling
block and we always try to take a step back, reevaluate the issue,
and see if there's a better way to create a solution. We don't
always go and use the whiteboard. Sometimes it's on paper, at
our desk, or on the computer. Even when you're detailing a
project, trying to complete construction documents, you may get
to a handrail detail, for instance, that just isn't working out and
you take a step back and reevaluate the constraints and the
parameters you have and try to come up with a few different
options on how to solve that issue. Usually bring a couple extra
designers in to take a look at it is the best route to go.
Joe: What have you found to be the most difficult thing being an
architect that you didn't really realize going into it? Is there
something that's like "Wow, this has been a tough road for me to
get down?"
Zachary: Personally, I'm a pretty detail-oriented manager. I
think that's a good way to define my characteristics and it's
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always been a challenge for me to accept that something is a
failure or it wasn't the best solution. Always having an open mind,
always being willing to take input, take a step back and
reevaluate the situation is key for any successful design project.
Another one is collaboration. There's a lot of pressure to have a
single figurehead on the design but every project has to have a
willing client, a design team of many professionals, and a skilled
contractor in order to create the built piece of architecture. It
takes a lot of people, a lot of different talents, and there's no one
person that can do it all.
Joe: What has been the funniest part? What have you come
back saying, "I'm glad I'm an architect."
Zachary: There's nothing better than spending a year or two on
a design project and seeing it completed and seeing the users
take advantage of it, but really, Joe, the best part is to meet all
the people, learn what they do for a living, learn what they enjoy,
and be able to play a part in their success.
Joe: Thank you very much, I appreciate it.
Zachary: Thank you, Joe. I had a great time and I hope the
information is useful.
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Joseph T. Dager
Lean Marketing Systems
Ph: 260-438-0411 Fax: 260-818-2022
Email: jtdager@business901.com
Web/Blog: http://www.business901.com
Twitter: @business901
What others say: In the past 20 years, Joe and I have collaborated on
many difficult issues. Joe's ability to combine his expertise with "out of the
box" thinking is unsurpassed. He has always delivered quickly, cost
effectively and with ingenuity. A brilliant mind that is always a pleasure to
work with." James R.
Joe Dager is President of Business901, a progressive company providing
direction in areas such as Lean Marketing, Product Marketing, Product
Launches and Re-Launches. As a Lean Six Sigma Black Belt,
Business901 provides and implements marketing, project and performance
planning methodologies in small businesses. The simplicity of a single
flexible model will create clarity for your staff and as a result better
execution. My goal is to allow you spend your time on the need versus the
plan.
An example of how we may work: Business901 could start with a
consulting style utilizing an individual from your organization or a virtual
assistance that is well versed in our principles. We have capabilities to
plug virtually any marketing function into your process immediately. As
proficiencies develop, Business901 moves into a coach’s role supporting the
process as needed. The goal of implementing a system is that the processes
will become a habit and not an event.
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